How a Growth Mindset Coaching Culture Keeps Performance Levels High
A coaching culture that supports a growth mindset hinges on expanding an employee’s belief boundaries, starting with understanding how their beliefs and values are influencing their emotions, which in turn are driving their behaviors and actions.
Mindsets are a powerful thing. They can be deeply ingrained—and difficult to change. Stanford University Mindset Psychologist Carol Dweck, one of the world’s leading researchers in the field of motivation, famously studied the behavior of thousands of children. She found that when they believed their intelligence and abilities could grow, they had a desire to learn and, as a result, were willing to embrace the challenges necessary to keep achieving more. They didn’t give up in the face of criticism or setback.
Dweck coined the term “growth mindset” to describe the mindset of these children, as opposed to those with a “fixed mindset,” who believe their intelligence is static and, therefore, are more likely to avoid challenges and negative feedback, ultimately plateauing before they ever achieve their full potential.
The correlations to the workplace aren’t hard to see. If you’re a manager or HR professional, consider the different employees you’ve worked with and developed over the years. Were there some who seemed eager to tackle the tough assignments and put in the effort, able to bounce back from setbacks and find the lessons in others’ success?
Contrast that with the employees who gave up easily when any obstacle got in the way, who looked for ways to avoid challenges and didn’t see the point in putting in the effort. They probably ignored useful feedback and felt threatened by others’ success.
Growth Mindset Coaching
Growth mindset employees tend to be high performers because they believe they can keep achieving more. Even though work problems have become increasingly complex and the environment keeps changing, they’re driven by an inner motivation that says, “I can keep learning and rising to the challenge.”
Fixed mindset employees often stall out—or worse. They believe they can’t, and so they don’t.
Coaching Growth Mindset Beliefs Starts with the Manager’s Mindset
To build high performance across the organization, managers should encourage and promote a growth mindset among all employees. To do that, they first have to believe that the solutions to the challenges their employees face can be found within the employees themselves. Too many managers have their own fixed mindsets about what an employee’s growth potential might be, and it becomes a self-fulfilling prophecy.
When managers assume that their employees’ ability to learn and adapt are finite, limiting their horizons for personal and professional growth, it can cause good company cultures to deteriorate, strategy to derail, talent to be squandered and results to suffer.
A growth mindset is essential not just for employee performance but also for the manager’s performance as an effective coach.
Expanding Belief Boundaries
Great sales coaches understand how an employee’s belief boundaries will affect what they perceive as possible, and how these boundaries either help or hinder progress towards achieving higher levels of performance.
So, what are belief boundaries? Over time people form certain beliefs about themselves, and these beliefs influence their view of what they believe they can achieve. As a result, they:
- Form boundaries around their own inner beliefs.
- Make assumptions about their abilities that directly relate to their inner beliefs.
- Use inner beliefs as a mental paradigm that controls and regulates their actions, feelings, behaviors and abilities.
A coaching culture that supports a growth mindset hinges on expanding an employee’s belief boundaries, starting with understanding how their beliefs and values are influencing their emotions, which in turn are driving their behaviors and actions. When coaching efforts shift from providing feedback to building self-discovery, belief boundaries incrementally stretch, creating an emotional openness to learning new skills and behaviors.
Building a Growth Mindset Coaching Culture
Here’s an action plan to get started building your growth-mindset coaching culture:
Senior Leadership Steps
- Create new expectations and clear accountabilities for coaching, with all levels of managers responsible for improving their teams’ behaviors, attitudes and skills.
- Communicate and model core organizational leadership values and behaviors, emphasizing that coaching is an authentic, honest desire to develop managers and their teams to their full potential. Without this, other management levels will not follow.
Middle Management Steps
- Encourage coaching as a tool to achieve business results.
- Reinforce that coaching is also about building a shared purpose, connecting coaching conversations with organizational values, direction and strategy.
- Coach the coaches, using the power of questions coupled with listening to gain an accurate picture of how frontline managers are effectively leading and coaching.
Frontline Management Steps
- Understand the drivers of human behavior—emotions, beliefs and values—using these insights to break through perceived blocks inhibiting employee success.
- Use the power of questions to build employee self-discovery.
- Know when to be non-directive (listening, questioning, clarifying, to promote creative thinking and idea generation) and when to be more directive (giving advice and training).
- Respond to resistance by uncovering the true root cause of employee disengagement, and treat failure as an opportunity to learn.
When a manager sees more in their employees than they themselves see and is able to express a genuine confidence in their ability to succeed, employees will rise to meet higher expectations. Expanding belief boundaries and building a growth mindset at all levels improves problem solving and increases creativity and innovation across the organization. And as new levels of success occur, employees will continue to form new behaviors and keep improving their performance.
Vice President of Client Development
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